Responsible for developing, implementing, and embedding effective frameworks, policies and supporting tools and methodologies for Santander UK to meet regulatory and industry best practices. Key achievements:• Developed and embedded a Non-Financial Risk Framework & supporting toolset to meet PRA requirements.• Established aligned Operational Risk and Resilience practices delivering synergized requirements to line 1. • Successfully led the UK implementation of the Group GRC 2016-18 to over 500 users.• Defined the Operational Resilience and Operational Continuity in Resolution policies and through effective partnering and oversight supported the successful delivery into BAU of both new regulatory requirements. • Successful delivery of the annual ICAAP and Op Risk scenario programme.• Introduced a Risk & Control Library, independent control testing with enhanced Op Risk MI reporting to ensure the RCSA provided tangible information to management, recognized as such by the PRA in 2023. • Regularly produced and presented papers on related matters to Executive and Board committees.• In 2017 given responsibility for establishing the Firms Crisis Management Framework, including establishing new protocols and procedures which supported the Firms effective response to COVID 19.• Chaired Operational Risk Framework fora, ensuring the supporting packs were effective and comprehensible. • Managed a team of up to 20 full time staff and contractors, with a core team of 12 into BAU.• Supported the development and promotion of seven team members to manager or senior manager grades.

Responsible in Line 1 for enhancing and managing the BAU risk management governance and risk reporting for twoBusiness Units (BUs) within Barclaycard. Key responsibilities and achievements: • Redesigned local reporting and governance arrangements to be more action and delivery focused.• Established more relevant local appetite thresholds for Operational Risk Event management within the BUs.• Chaired the BU conformance Boards, ensured the supporting packs were effective and comprehensible. • Embedded Barclays Enterprise Risk Management Framework and Operational Risk Policy into the BUs. • Managed the BU RCSA activities, key control testing and recognized as the best quality in Barclaycard.• Managed a team of 5, two of whom were promoted.• Regularly deputized for the Risk Director at senior management meetings.

Engaged as contracting consultant to enhance the Society’s existing Operational Risk Framework. Key deliverables:• Produced a new Operational Risk Framework & Policy, Risk Appetites and supporting standards.• Supported the design and configuration of the Society’s new risk management system.• Introduced robust RCSA process, including producing RCSA Aide memoires.

TSB was fully divested from LBG in July 2014. I joined to develop and implement an effective and appropriately sized regulatory compliant Operational Risk Framework - delivered in 2013 then embedded into BAU. Key achievements. • Developed and embedded a right sized Non-Financial Risk Framework including supporting policies and toolset standards - RCSA, Events, Metrics, Scenarios.• Established the governance framework around the firm’s core policies.• Regularly produced and presented papers on related matters to Executive and Board committees.• Successfully sourced and led the configuration and implementation of the TSB GRC system. • Successfully delivered the firm’s ICAAP and Op Risk scenario programme.• All the above were reviewed and validated by Regulators as part of the application for a banking license.• Successfully turned around a poorly performing team of eight following some previous management issues • Managed a core team of 11 plus a team of 8 others for nine months.

Initially in General Insurance BU and then following restructuring given a larger pan-Divisional role with responsibility for developing and managing a Solvency 2 compliant Operational Risk Framework. Key achievements: • Successfully led risk and governance work stream for Lloyds Solvency 2 program obtaining FSA approval for the operational risk capital scenario model.• Defined and embedded a single operational risk framework across the Division prior to which each BU had operated with independent frameworks. • Regularly deputized for the Risk Director at Divisional Risk Fora.• Developed local Bus Obj reports to embed the use of the Lloyds GRC system.• Successfully implemented a repeatable, practical, targeted key control testing approach.• Managed a team of 5, two of whom went on gain promotions.

Managed a portfolio of clients including subsidiaries of UK, US and French listed companies as well as owner managed businesses. Key responsibilities and achievements:• Primary client contact, responsible for the overall supervision and review of the audit work, budget management, the production of board reports and statutory accounts. • Managed various teams in delivering Sarbanes Oxley (Sox) control reviews.• Successfully conducted several bespoke due diligence acquisition reviews.

After leaving the Army in 1998 and obtaining a first class honours degree in History from Exeter University, I joined the E&Y graduate scheme in 2001 and qualified as a chartered accountant in 2004. During this period (1999-2003) I also held the position of Warrant Officer in 26 MI (V) Coy, a Territorial Army company. I was responsible for discipline and the overall management of a thirty strong company. I left the Army in 1998 with an exemplary conduct record. During my career I served in a variety of different roles and theatres including Belize, Germany, Northern Ireland and Hong Kong. I specialized in risk management for eight years, which involved managing small teams to carry out surveys and inspections of military units to review their security processes and identify control improvements. This involved a significant amount of stakeholder management with senior officers.Honours & AwardsCommander British Forces Commendation for leading a Joint Service team and our contribution to the successful withdrawal from Hong Kong 1995-1997.GSM for 3 years service in Northern Ireland